Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High PerformanceDraws together extensive research on leadership, change, and organizational performance to help leaders make sense of the complexities and contradictions of organizational life. Explains how managers can come to see new possibilities for structuring organizations, designing jobs, and solving daily problems by learning to embrace and transcend paradoxes. |
Contents
The Journey from Novice to Master Manager | 1 |
Mastering the Contradictions | 25 |
Redefining | 44 |
Copyright | |
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adhocracy analysis approach areas assumptions become behaviors Bill Gates Bill Russell Broker Role Change Strategy Chapter cluster competing values framework contradictory course creative criteria cues culture curriculum decision differentiation dynamic eight roles emphasis example External Support Factor Variance Figure focus four roles holistic frame Human Relations Model individual ineffective instrument internal process model intuitive J. C. Penney Leadership learning logic manager is expected managerial master manager ment Mentor negative zone open systems model organization organizational culture oriented overall paradoxical participants participative decision peak experience PepsiCo performance person perspective positive quadrant Quinn rational goal model reframing Resource Acquisition result Review Role Coordinator Role Role Director Role Role Facilitator Role Role Monitor Role Role Producer Role Ron Cedrick schismogenesis scores skills stage standard scores strange loop style subordinates tend Theory Theory Y thinking tion transactional leadership transformational cycle unit York